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Strategi diimplementasikan melalui berbagai proyMasing-masing proyek harus memiliki hubungan
dengan strategi organisasi
STRATEGI ORGANISASI DAN
PEMILIHAN PROYEK
1
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22
Where We Are Now
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Pertanyaan yang Muncul karenaProyek Tak Jelas
3
Darimana proyek ini berasal?
Apakah saya sebaiknya berhenti mengerjakan
proyek ini dan memulai proyek baru?
Mengapa kami mengerjakan proyek ini?
Bagaimana proyek ini bisa menjadi prioritaspertama?
Dimana kami mendapatkan sumber daya untukmengerjakan proyek ini?
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Strategi Organisasi dan PemilihanProyek
4
Setiap proyek seharusnya menyumbangkan nilai bagi rencana strategisperusahaan, yang dirancang untuk kebutuhan di masa mendatang daripara pelanggan mereka
Tugas manajemen puncak dan madya menciptakan, memelihara, danmemastikan hubungan yang kuat antara rencana strategis dan proyek
Agar perusahaan dapat memastikan hubungan dan kesesuaian tersebut,proyek harus diintegrasikan dengan rencana strategis menganggapeksistensi rencana strategis dan sebuah proses untuk memprioritaskanproyek berdasarkan kontribusinya terhadap rencana strategis
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Strategi Organisasi dan PemilihanProyek
5
Banyak organisasi tidak mengembangkansebuah proses yang secara jelas
menghubungkan pemilihan proyek dengan rencana strategis
Organisasi yang punya hubungan koherenantara proyek dengan strategi memilikikerja sama yang lebih baik, kinerja yanglebih baik pada proyek yang dikerjakan,dan punya lebih sedikit proyek
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Pemikiran lama vs Pemikiran baru
Manajemen proyek dikerjakan semata-mata
dengan perencanaan daneksekusi proyek
Strategi dianggap menjaditanggung jawab
manajemen senior
Manajemen proyek adalah poinpaling penting dari strategi danoperasi
Peran tradisional manajerproyek diperluas darioperasional ke perspektif yanglebih luas
Manajer proyek akan fokus padaaspek-aspek bisnis, dan peranmereka akan meluas, darimembuat pekerjaan dilakukanmenjadi mencapai hasil-hasilbisnis dan memenangkan pasar
6
Pemikiran Lama Pemikiran Baru
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Alasan Manajer Proyek perluMemahami Strategi
7
Agar manajer proyek dapat membuat keputusan serta penyesuaiansecara tepat serta dapat menjadi penasehat proyek yang efektif
Manajer proyek harus mampu menunjukkan kepada manajemen seniorbagaimana proyek mereka memberikan kontribusi terhadap misiperusahaan Proteksi dan dukungan yang terus-menerus dapat diperoleh dengan cara menyesuaikan proyek dengan sasaran perusahaan
Manajer proyek juga perlu mampu menjelaskan kepada anggota tim danstakeholder lain mengapa sasaran dan prioritas tertentu dari proyek adalah kritis agar dapat terlibat dalam keputusan-keputusan yangtimbal baliknya sangat besar
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Dampak Manajer Proyek Tidak MemahamiPeran Proyek Untuk Mencapai Strategi
8
Fokus pada masalahatau solusi yang
secara strategis punyaprioritas rendah
Fokus pada pelanggansaat itu ketimbang
pada pasar
keseluruhan danrantai nilai
Terlalu menekankanteknologi, akibatnyaadalah proyek yangmengejar teknologicanggih yang tidak
cocok dengan strategiatau kebutuhan
pelanggan
Berusaha memecahkan setiapmasalah pelanggan dengan sebuahproduk atau jasa ketimbang fokus
pada penyelesaian masalah berbasisHukum Pareto (20:80)
Terus-menerus mengusahakankesempurnaan yang tidak
menjadi perhatian siapa punkecuali tim proyek
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PROJECT PORTFOLIO
MANAGEMENT
9
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210
The Strategic Management Process:An Overview
Strategic Management Requires every project to be clearly linked to strategy.
Provides theme and focus of firms future direction. Responding to changes in the external
environment environmental scanning Allocating scarce resources of the firm to improve
its competitive position internal responses to newprograms Requires strong links among mission, goals,
objectives, strategy, and implementation.
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Strategic Management ProcessActivities
Review and define the organizational mission.
Set long-range goals and objectives.
Analyze and formulate strategies to reachobjectives.
Implement strategies through projects211
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212
Strategic
ManagementProcess
FIGURE 2.1
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213
Characteristics of Objectives
EXHIBIT 2.1
S Specific Be specific in targeting an objective
M Measurable Establish a measurable indicator(s) of progress
A Assignable Make the objective assignable to one personfor completion
R Realistic State what can realistically be done withavailable resources
T Time related State when the objective can be achieved,that is, duration
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Scenario Planning: A Supplementto Traditional Strategic Planning
214
Clarifyingyour core
business andassessingdrivers ofchange in
the industry
environment
Developingpotentialscenarios
andassessing the
impactof STEEP
factors
Developingpotential
contingencystrategiesand best
futurestrategic
options
Identifyingearly
indicatorsand
establishingtriggers for
strategic
action
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Project Portfolio Management (PPM)
15
The centralized management of processes,methods, and technologies used by project
managers and project management offices (PMOs)to analyze and collectively manage a group of
current or proposed projects based on numerouskey characteristics.
The objectives of PPM are to determine theoptimal resource mix for delivery and to schedule
activities to best achieve an organizationsoperational and financial goals while honoring
constraints imposed by customers, strategicobjectives, or external real-world factors.
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216
Project Portfolio Management CanReduce Problems
The Implementation Gap The lack of understanding and consensus on strategy
among top management and middle-level (functional)
managers who independently implement the strategy.
Organization Politics Project selection is based on the persuasiveness and power
of people advocating the projects.Resource Conflicts and Multitasking Multiproject environment creates interdependency
relationships of shared resources which results in thestarting, stopping, and restarting projects.
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Key Players and Responsibilities
17
BusinessUnit/Sponsor
Project Manager Project PortfolioManager
Executive Team
Anyorganizationalcomponent thatrequests orconsumes aportion of thebudget for thepurpose ofconductingprojects.
Individual withoverallresponsibility forsuccessfulplanning andexecution of aproject.
Manager withresponsibility forthe projectportfolio.Usuallysupported by ateam.Team may becomposed ofdirectors of thebusiness areas.
Select corporateofficers whoguide andprovide inputs tothe PPM process.
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Key Players and Responsibilities
18
BusinessUnit/Sponsor
Project Manager Project PortfolioManager
Executive Team
Each business unitIdentifies projects,assists projectmanagers inconstructingbusiness cases forjustifying projects,and champions itsprojects and projectportfolio.The business unit isresponsible forproviding qualityassurance for data
related to itsprojects.
Project managerswork closely withbusinessunits/sponsors toprovide good datafor the portfoliomanagementprocess.Project managersare responsible forensuring thatapproved projectsperform according toplan.
The project portfoliomanager establishesthe rules, andprocedures formaking portfoliodecisions.The portfoliomanager analysesprojects andportfolios proposedby business unitsand recommends theoverall projectportfolio.
The executive teamprovides policyinputs for theprocess, includingweights for tradingoff different types ofproject benefits.The team setstargets, approves thebudget and projectportfolios, andensures thatportfolio decisionsare enforced.
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Perlunya Sistem ManajemenPortofolio Proyek Yang Efektif
19
Kesenjanganimplementasi
Politik organisasi Konflik sumber daya
dan multitasking
Masalah yangtimbul karena
adanyaimplementasiproyek tanpasebuah sistemprioritas yang
kuat yangterkait dengan
strategi:
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Keuntungan Manajemen PortofolioProyek
20
1 Membangun disiplin ke dalam proses pemilihan proyek
2 Menghubungkan pemilihan proyek dengan matrik strategis
3 Memprioritaskan usulan/proposal proyek berdasarkan sekumpulan kriteria yangumum ketimbang berdasarkan emosi atau politik
4. Mengalokasikan sumber daya pada proyek yang selaras dengan arah strategis
5. Menyeimbangkan resiko di semua proyek
6. Membenarkan menghapus proyek yang tidak mendukung strategi organisasi
7 Meningkatkan komunikasi dan mendukung kesepakatan terhadap tujuan proyek
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Sistem manajemen portofolio
21
Manajemen portofolio memastikan bahwa proyek sesuaidengan tujuan strategis dan diprioritaskan dengan tepat
Manajemen portofolio menyediakan informasi untukmembuat keputusan bisnis secara lebih baik
Perancangan sistem portofolio proyek meliputi:
Klasifikasi proyek Kriteria pemilihan yang tergantung pada klasifikasi Sumber proposal Evaluasi proposal Mengelola portofolio proyek
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Klasifikasi Proyek
22
Proyek Pemenuhan (compliance) dan Keadaan Darurat (harusdilakukan) Proyek pemenuhan (compliance) umumnya adalah proyek-proyek yang perlu
memenuhi persyaratan yang diperlukan untuk beroperasi di suatu wilayahsehingga harus dilakukan
Proyek keadaan darurat harus memenuhi kriteria Proyek pemenuhan dan proyek keadaan darurat biasanya mendapat penalti bila
tidak dilakukan
Proyek operasional
Proyek yang diperlukan untuk mendukung operasi yang sedangberjalan; dirancang untuk meningkatkan efisiensi sistempenyerahan, mengurangi biayaproduk, dan meningkatkan kinerja
Proyek strategis Proyek yang secara langsung
mendukung misi jangka panjangorganisasi
Diarahkan langsung untukmeningkatkan pendapatan ataupangsa pasar
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Klasifikasi Proyek
23
Semua proyek yang berada dalam kategori harus mengabaikan kriteria pemilihan lainnya
Aturan utama untuk menempatkan sebuah proyek yangdiusulkan masuk dalam kategori harus adalah 99%stakeholder organisasi menyetujui bahwa proyek harusdiimplementasikan; tidak ada pilihan selainmengimplementasikan proyek
Semua proyek yang lain dipilih dengan menggunakankriteria pemilihan dihubungkan dengan strategiorganisasi
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Portfolio of Projects by Type
224
FIGURE 2.2
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A Portfolio Management System
225
Selection Criteria Financial: payback, net present value
(NPV), internal rate of return (IRR) Non-financial: projects of strategic
importance to the firm.
Multi-Weighted Scoring Models Use several weighted selection criteria to
evaluate project proposals.
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Kriteria Pemilihan
26
kriterianonfinansial
kriteriafinansial
Payback net present value
(NPV)
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Contoh Payback
28
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Net Present Value (NPV)
29
Menggunakan tingkat pengembalian minimum yang diinginkanuntuk menghitung nilai saat ini dari semua kas bersih
Positive NPV: project meets minimum desired rate of return
and is eligible for further consideration. Negative NPV: project is rejected.
Rumus:
Dengan: I0 = investasi awal (karena pengeluaran, maka nilainya negatif) Ft = aliran kas bersih untuk periode t
k = tingkat pengembalian yang diharuskan
n
t t
t
k
F I
10
1 Proyek NPV
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Contoh NPV
30
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Kriteria Nonfinansial
31
Untuk menangkap pangsa pasar yang lebih besar
Untuk membuat pesaing sulit memasuki pasar
Untuk mengembangkan sebuah produk enabler, yang pengenalannya akan meningkatkanpenjualan produk-produk yang lebih profitable
Untuk mengembangkan teknologi inti yang akan digunakan dalam produk generasiberikutnya
Untuk mengurangi ketergantungan pada pemasok yang tidak dapat dipercaya
Untuk mencegah intervensi dan regulasi pemerintah
Kriteria intangible untuk mengembalikan citra perusahaan, untuk meningkatkanpengenalan merek
Bertahan hidup dalam jangka panjang adalahtergantung pada pengembangan dan pemeliharaankompetensi inti
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Multi-Criteria Selection Models
Checklist Model Uses a list of questions to review potential projects and to
determine their acceptance or rejection.
Fails to answer the relative importance or value of apotential project and doesnt to allow for comparison withother potential projects.
Multi-Weighted Scoring Model Uses several weighted qualitative and/or quantitative
selection criteria to evaluate project proposals. Allows for comparison of projects with other potential
projects
232
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Kriteria Pemilihan
33
Karena tidak ada kriteria tunggal yang dapat mencerminkan signifikansi strategis, manajemenportofolio memerlukan model penyaringan denganbanyak kriteria
Model skoring terbobot
Menggunakan beberapa kriteria pemilihan untuk mengevaluasiusulan proyek
Membobot kriteria individual sehingga proyek yang memberikankontribusi pada sasaran strategis yang paling utama akan lebihdipertimbangkan/diperhatikan
Memasukkan kriteria kuantitatif dan kualitatif Setiap kriteria diberi bobot dan skor dikalikan untuk mendapatkan
total skor terbobot
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Sample Selection Questions Used in Practice
234
EXHIBIT 2.4
Topic Question
Strategy/alignment What specific strategy does this project align with?
Driver What business problem does the project solve?
Success metrics How will we measure success?Sponsorship Who is the project sponsor?
Risk What is the impact of not doing this project?
Risk What is the project risk to our organization?
Risk Where does the proposed project fit in our risk profile?
Benefits, value, ROI What is the value of the project to this organization?
Benefits, value, ROI When will the project show results?
Objectives What are the project objectives?
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Sample Selection Questions Used in Practice
235
EXHIBIT 2.4 contd
Topic Question
Organization culture Is our organization culture right for this type of project?
Resources Will internal resources be available for this project?
Approach Will we build or buy?
Schedule How long will this project take?
Schedule Is the time line realistic?
Training/resources Will staff training be required?
Finance/portfolio What is the estimated cost of the project?
Portfolio Is this a new initiative or part of an existing initiative?
Portfolio How does this project interact with current projects?
Technology Is the technology available or new?
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Contoh Model Skoring Terbobot
36
K r
i t e r
i a
Tetapdalam
kompetensi inti
Kesesuaianstrategis
Urgensi
25% daripenjualan
produk baru
Mengurangi cacat
sampai kurangdari1%
M
eningkatkan
loyalitaspelanggan
R
OI 18% plus
Bobot total
Bobot 2 3 2 2,5 1 1 3Proyek 1 1 8 2 6 0 6 5 66Proyek 2 3 3 2 0 0 5 1 27
Proyek 3 9 5 2 0 2 2 5 56Proyek 4 3 0 10 0 0 6 0 32Proyek 5 1 10 5 10 0 8 9 102Proyek 6 6 5 0 2 0 2 7 55
:
Proyek n 5 5 7 0 10 10 8 83
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Menerapkan Model PemilihanKlasifikasi Proyek
38
Proyek yang berbeda (strategis dan operasional) tidak perlu punyakriteria yang sama persis
Kriteria yang paling penting untuk pemilihan adalah kesesuaian proyekdengan strategi organisasi konsisten di semua jenis proyek danmendapat prioritas relatif lebih tinggi dibanding kriteria lainnya
Keseragaman di semua model prioritas yang digunakan dapat mencegahperusahaan untuk tidak berlebihan menggunakan sumber dayaorganisasi
Siapa pun yang membuat usulan proyek perlu mengelompokkan proposalberdasarkan jenis sehingga kriteria yang sesuai dapat digunakan untukmengevaluasi proposal mereka
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Menerapkan Model PemilihanMemilih model
39
Peralihan berdasarkan kriteria finansial menjadi multi kriteria
Manajemen senior berniat mengidentifikasi bauran potensial dari banyak proyekyang akan memungkinkan penggunaan terbaik sumber daya manusia dan modal
untuk mengembalikan investasi dalam jangka panjang
Model skoring terbobot membawa proyek semakin dekat dengan tujuan-tujuanstrategis
Disiplin dan kredibilitas perlu dilibatkan dalam pemilihan proyek
Jumlah proyek yang menghabiskan banyak sumber daya dapat dikurangi Proyek politik dan sacred cow diekspos Tujuan proyek lebih mudah dikenali dan dikomunikasikan dengan
menggunakan kriteria pemilihan sebagai bukti-bukti yang menguatkan Membantu manajer proyek memahami bagaimana proyek tersebut dipilih,
bagaimana proyek tersebut memberikan kontribusi bagi tujuan organisasi,dan bagaimana proyek tersebut dibandingkan dengan proyek lain
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Project Proposals
Sources and Solicitation of Project Proposals Within the organization Request for proposal (RFP) from external sources (contractors
and vendors)
Ranking Proposals and Selection of Projects Prioritizing requires discipline, accountability, responsibility,
constraints, reduced flexibility,and loss of power.
Managing the Portfolio Senior management input The priority team (project office) responsibilities
240
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M e r a n k i n g P r o p o s a
l d a n
M e m
i l i h P r o y e
k
41
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Meranking Proposal dan MemilihProyek: contoh format evaluasi
42
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245
Risk Analysisfor
500-AcreWind Farm
FIGURE 2.4B
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Managing the Portfolio
Senior Management Input Provide guidance in selecting criteria that are aligned with the
organizations goals
Decide how to balance available resources among currentprojects
The Priority Team Responsibilities Publish the priority of every project
Ensure that the project selection process is open and free ofpower politics. Reassess the organizations goals and priorities Evaluate the progress of current projects
246
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Project Portfolio Matrix
247
FIGURE 2.7
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Project Portfolio Matrix Dimensions
Bread-and-butter Projects Involve evolutionary improvements to current products and
services. Ex: software upgrades Pearls
Represent revolutionary commercial opportunities using proventechnical advances. Ex: subsurface imaging to locate oil and gas Oysters
Involve technological breakthroughs with high commercialpayoffs. Ex: new kinds of metal alloys
White Elephants Showed promise at one time but are no longer viable.
Ex: a potent energy source with toxic side effects
248
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ORGANIZATION: STRUCTURE AND
CULTURE
49
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Where We Are Now
350
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Project Management Structures
51
Challenges to Organizing Projects
The uniqueness and short duration of projects relative toongoing longer-term organizational activities
The multidisciplinary and cross-functional nature ofprojects creates authority and responsibility dilemmas.
Choosing an Appropriate Project ManagementStructure The best system balances the needs of the project with the
needs of the organization.
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Project Management Structures
52
FunctionalOrganization
Dedicated ProjectTeam
Matrix
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Organizing Projects: Functionalorganization
53
Different segments of the project are delegated torespective functional units.
Coordination is maintained through normalmanagement channels.
Used when the interest of one functional areadominates the project or one functional area has adominant interest in the projects success.
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Functional Organizations
54
FIGURE 3.1
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Functional Organization of Projects
No Structural Change Flexibility In-Depth Expertise Easy Post-Project
Transition
Lack of Focus Poor Integration Slow Lack of Ownership
55
Advantages Disadvantages
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Organizing Projects: DedicatedTeams
56
Teams operate as separate units under theleadership of a full-time project manager.
In a projectized organization where projects
are the dominant form of business,functional departments are responsible forproviding support for its teams.
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Dedicated Project Team
57
FIGURE 3.2
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Project Organizational Structure
58
FIGURE 3.3
P j O i i D di d
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Project Organization: DedicatedTeam
Simple Fast Cohesive Cross-Functional
Integration
Expensive Internal Strife Limited Technological
Expertise Difficult Post-Project
Transition
59
Advantages Disadvantages
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Organizing Projects: Matrix Structure
60
Two chains of command (functionaland project)
Project participants reportsimultaneously to both functionaland project managers.
Hybrid organizationalstructure (matrix) is
overlaid on thenormal functional
structure.
Allows for participation on multipleprojects while performing normalfunctional duties
Achieves a greater integration ofexpertise and project requirements
Matrix structureoptimizes the use of
resources.
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Matrix Organization Structure
61
FIGURE 3.4
Division of Project Manager and
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j gFunctional Manager Responsibilities in
a Matrix Structure
62
Project Manager Negotiated Issues Functional Manager
What has to be done? Who will do the task? How will it be done?
When should the taskbe done?
Where will the task bedone? How will the project
involvement impactnormal functionalactivities?
How much money isavailable to do thetask?
Why will the task bedone?
How well has thefunctional input beenintegrated?
How well has the totalproject been done?
Is the tasksatisfactorilycompleted?
TABLE 3.1
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Different Matrix Forms
63
MatrixForms
Functional(also Weak orLightweight)
Form
Balance (orMiddleweight)
Form
Strong(Heavyweight)Form
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Project Organization: Matrix Form
Efficient Strong Project Focus
Easier Post-ProjectTransition
Flexible
Dysfunctional Conflict Infighting
Stressful Slow
64
Advantages Disadvantages
R t d Eff ti f Diff t
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Rated Effectiveness of DifferentProject Structures by Type of Project
65
FIGURE 3.5Source: Larson, E. W., and Gobeli, D. H., Matrix Management: Contradictions and Insights,California Management Review, vol. 29, no. 4 (Summer 1987), p. 137.
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Choosing the Appropriate Project
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Choosing the Appropriate ProjectManagement Structure
67
Project Considerations Size of project Strategic importance Novelty and need for innovation Need for integration (number of departments
involved) Environmental complexity (number of external
interfaces) Budget and time constraints Stability of resource requirements
O i i l C l
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Organizational CultureOrganizational Culture Defined
68
A system of shared norms, beliefs, values, andassumptions which bind people together,thereby creating shared meanings
The personality of the organization that sets itapart from other organizations.
Provides a sense of identify to its members Helps legitimize the management system of the organization Clarifies and reinforces standards of behavior
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C lt l Di i f O g i ti
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Cultural Dimensions of an OrganizationSupportive of Project Management
70
FIGURE 3.8
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Identifying Cultural Characteristics
Study the physical characteristicsof an organization.
Read about the organization. Observe how people interact
within the organization.
Interpret stories and folkloresurrounding the organization.
371
O i i l C l Di i W k h
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372
Organizational Culture Diagnosis Worksheet
FIGURE 3.6
Power Corp.
I. Physical Characteristics:Architecture, office layout, dcor, attireCorporate HQ is 20 Story modern building president on top floor. Offices are bigger in the top floors than lower floors.
Formal business attire (white shirts, ties, power suits, . . . )Power appears to increase the higher up you are.II. Public Documents:Annual reports, internal newsletters, vision statements
At the heart of the Power Corp. Way is our vision . . . to be the global energy company most admired for its people, partnership and performance. Integrity. We are honest withothers and ourselves. We meet the highest ethical standards in
all business dealings. We do what we say we will do.
O i i l C l Di i W k h
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373
Organizational Culture Diagnosis Worksheet
FIGURE 3.6
III. Behavior:Pace, language, meetings, issues discussed, decision-making style,communication patterns, ritualsHierarchical decision-making, pace brisk but orderly, meetings start on timeand end on time, subordinates choose their words very carefully whentalking to superiors, people rarely work past 6:00 P.M., president takes top performing unit on a boat cruise each year . . .IV. Folklore:Stories, anecdotes, heroines, heroes, villainsYoung project manager was fired after going over his bosss head to ask for
additional funds.Stephanie C. considered a hero for taking complete responsibility for atechnical error. Jack S. was labeled a traitor for joining chief competitor after working forPower Corp. for 15 years.
Implications of Organizational
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Culturefor Organizing Projects
Challenges for Project Managersin Navigating Organizational Cultures
Interacting with the culture and subculturesof the parent organization
Interacting with the projects clientsor customer organizations
Interacting with other organizationsconnected to the project
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O i i f P d D l P j
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Organization of Product Development Projects atORION
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FIGURE C3.1
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Traditional Master Plan at ORION
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FIGURE C3.2
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Proposed Project Organization for the Jaguar Project
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FIGURE C3.3
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Jaguar Master Plan
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FIGURE C3.4
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Mechanisms for Sustaining Organizational Culture
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FIGURE A3.1
Project Management Structures
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Project Management Structures(contd)
Organizing Projects: NetworkOrganizations
An alliance of several organizations for thepurposeof creating products or services. A hub or core firm with strong core
competencies outsources key activities to acollaborative cluster of satelliteorganizations.
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Project Organization: Network Form
Advantages Cost Reduction High Level of
Expertise Flexible
Disadvantages Coordination of
Breakdowns
Loss of Control Conflict
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End of This Chapter
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